i can't make that decision!
DESCRIPTION
You've got to ace the "why" question! Whether it's a document capture & recognition project or another initiative to automate processes, you must learn to reframe the value proposition in quantifiable business terms. Join Tony Peleska, Chief Information Officer at Minnesota Housing Finance Agency, as he shares winning talking points that will make each of your stakeholders care. From the CIO’s perspective, he’ll show you how to: - ask permission to embark on your Capture/Imaging project - overcome internal resistance - be the champion, to get the right people involved and excited to move the project forwardTRANSCRIPT
“I'm not in a Posi-on to Make that Decision"
When you can't get your Capture (or any other)
project off the ground
Organiza-onal Health is the Key “Organiza:onal Health will one day surpass all other disciplines in business as the greatest opportunity for improvement and compe::ve advantage.”
-‐ Patrick Lencioni (The Advantage)
Requirements for Success
Smart Organiza,ons
• Strategy • Marke:ng • Finance • Technology
Healthy Organiza,ons
• Minimal Poli:cs • Minimal Confusion • High Morale • High Produc:vity • Low Turnover
The Nexus of Forces Extreme collabora,on
Pervasive access
World-‐class delivery
“Big” context
Gartner®
June 2013 © 2013 Copyrighted Material – Tony Peleska MHFA 4
What We Are Dealing With Today…
• Constant and con:nual change with exponen:al growth extremes • Solu:on providers that sell directly to the business – skipping IT • Free trials become the standard and freeware is acceptable • PlaZorm and environment management that is almost unmanageable • User demands shape our focus on the Nexus of Forces delivery more than ever before
June 2013 © 2013 Copyrighted Material –Tony Peleska MHFA 5
www.aiim.org/infochaos�
Do YOU understand the business challenge of the next 10 years?
This ebook from AIIM President John Mancini explains.
The Nexus of Forces -‐ Revisited
Gartner®
June 2013 © 2013 Copyrighted Material –Tony Peleska MHFA 6
Responding to the Nexus
1. Focus on customer experience 2. Forge vendor partnerships 3. Leverage IT business partnerships 4. Deliver value and bo`om-‐line results
June 2013 © 2013 Copyrighted Material – Tony Peleska MHFA 7
IT Business Partners
• Chief liaison between IT and associated business units (sales, finance, supply chain, HR, etc...)
• Trusted advisors that develop integrated business and technology investment roadmaps that achieve business unit goals and objec:ves
June 2013 © 2013 Copyrighted Material – Tony Peleska MHFA 8
The IT Business Partnership Power Curve
June 2013 © 2013 Copyrighted Material – Tony Peleska MHFA 9
Order Taker
Necessary Linkages
Mutual Dependency
Synchronized Teams
True Partner
Aligned Converged
BoBom
-‐line
Im
pact
Key IT Business Partner Func-ons
June 2013 © 2013 Copyrighted Material -‐AIIM Execu:ve Leadership Council 10
Understand Business Goals & Objec,ves
Par,cipate Proac,vely in the Strategic Planning
Process
Meet Regularly With External Customers
Seek Knowledge of the Compe,,on
Conduct Outside-‐In Customers
Research
Develop Investment Roadmaps
Lead Business Case Development
Manage Intake & Governance Processes
Less than 23% of IT organiza,on meet with external customers 2012 State of the CIO, CIO Magazine
Convergence = Results
• PwC says that close IT & C-‐suite rela:onships are 4 :mes more likely to achieve revenue & profit targets
• The BTM Ins:tute says that converged organiza:ons outperform their compe:tors by double digits
Characteris:cs of Converged Organiza:ons
June 2013 © 2013 Copyrighted Material -‐AIIM Execu:ve Leadership Council 11
Why Is Mee-ng with Customers & Conduc-ng Field Research SO
Important?
June 2013 © 2013 Copyrighted Material -‐AIIM Execu:ve Leadership Council 12
Thinking “Outside–In” Customer Touch Points
June 2013 © 2013 Copyrighted Material -‐AIIM Execu:ve Leadership Council 13
Discover Evaluate Buy Acquire Use Service
§ U.S. mail § Catalog § Email § Facebook § Display
§ Website § Social § Brochure § Employee § Neighbor
§ Sales rep § Credit card § Website § Gij card § Coupon
§ U.S. mail § Door tag § Gij box § Download § Technician
§ Clothing § App § Vehicle § Food § Service
§ Call Center § Service tech § Online chat § Store returns § Website
Elements of a Journey Map
June 2013 © 2013 Copyrighted Material -‐AIIM Execu:ve Leadership Council 14
Elements of a Customer Journey Map § Customer interac,on chronology § Pain points, gaps, and disconnects
in service
§ Goals and needs at each process step
§ Brand impact, sa:sfac:on, and emo:onal responses
§ Moments of truth (impact areas) in the overall customer experience
§ Business touch points and process, including roles, systems, and provider departments
§ Improvement opportuni,es for exis:ng services
June 2013 © 2013 Copyrighted Material -‐AIIM Execu:ve Leadership Council 16
Understand Your Challenges
…How does your organiza-on view IT? …Does your company have a well understood strategy planning process? …Do you measure top-‐line or bo[om-‐line performance of business technology investments?
Change the Status Quo
1. Challenge bad behavior 2. Draw parallels between the 5 domains of the supply
chain & IT 3. Combat oversimplifica:on (especially the “I Know A
Guy” syndrome)
June 2013 © 2013 Copyrighted Material -‐AIIM Execu:ve Leadership Council 17
How did we make it work
• Reinvented IT -‐ BT not IT , Business Partnerships and Customer Journey Mapping
• Roadmap the processes, investments, and technology • Created guiding principles for Informa:on Technology Investments • Created an environment for idea:on and informa:on sharing • Built leadership teams – Strategic and Opera:onal • Created, over-‐communicated, & reinforced clarity – Common Language
• Publish and celebrate results
June 2013 © 2013 Copyrighted Material –Tony Peleska MHFA 19
A Day in the Life …
The Pains of Today’s System Leveraging Technology A BeBer Tomorrow The Pains of Today’s System
XXX XXX
XX
XXX XXX XXX XXX XXX
XXX XXX
ABC
XXX XXX XXX
XXX XXX
XXX XXX
Mapping Investments to Vision & Strategy
Copyrighted Material – Tony Peleska MHFA 20
Top-‐line Revenue
BoBom-‐line Savings Risk
Management
PorYolio Management
Strategic Alignment
Strategic vs. Opera-on Projects
Opera,onal Projects • Short-‐term and long-‐term focus • Low risk or founda:onal ac:vi:es
• limited or defined capital investments
• Well-‐defined requirements • Light project management skills needed
Strategic Projects • Helps drive accomplishment of strategic goals
• Longer-‐term focus • May require capital investments • Leverages project management disciplines
Copyrighted Material – Tony Peleska MHFA 21
The Phases of Poraolio Management
Close Deploy Execute Plan Ini:ate Discovery
22
• Objec:ves • Deliverables • Business Case • Approve, Decline, Defer
• Project Plan • Resource Mapping • Dependencies • Task Plan • Milestones
• Technical Specs • Sojware Dev. • Sojware Install • Servers, Databases • Unit Tes:ng
• User Acceptance • Pilot Tes:ng • Training • Support Turnover
• Project Warranty • Lessons Learned • Budget Close • Wind-‐down
• Align to Strategy • Link to Balanced Scorecard
• Approve, Decline, Defer
Copyrighted Material – Tony Peleska MHFA
New Investments
• High Level Gut Check • Goals alignment • Gut check on priority • Impact on current porZolio
• Approve, decline, defer
• Deeper Dive • Charter / Deliverable • Ballpark cost & benefits es:mate
• Budget impact assessment
• Readiness assessment • Approve, decline, defer
Copyright Material – Tony Peleska MHFA 23
Align Ini:ate
Establish the Business Technology Investment Commi[ee (BTIC)
Commi=ee Purpose:
1. Provide Strategic Leadership & Investment Alignment § Provide strategic leadership for business technology investments by aligning new investment opportuni:es with
enterprise strategic objec:ves and processes 2. Priori,ze New & Exis,ng Investments
§ Priori:ze business technology investment ini:a:ves and deliver final approvals and recommenda:ons regarding proposed Business Technology projects
3. Track Exis,ng Business Technology Investments § Provide management oversight and guidance on ac:ve business technology investments to ensure accountability
and results
4. Communicate Investment Decisions § Ensure investment decision transparency and promote collabora:on & understanding across all func:onal units
24 Copyrighted Material – Tony Peleska MHFA
Area Role Responsibility
CEO’s Business Technology Investment Commi`ee Members
• Strategic Vision & oversight
• Business & market alignment • Overall investment oversight • Risk/return oversight • Cons:tuent communica:ons / porZolio transparency / Business Accountability
CIO • IT oversight • Holis:c planning • Governance
• Strategic planning & business alignment
• Investment budget oversight • Business-‐results-‐oriented repor:ng
Financial Management
• Financial oversight • Financial savvy
• Asset alloca:on • Financial tracking • Spending oversight
BTS Project Management
• Project tracking • Project management
• Resource planning
• Business liaison for projects • Project tracking • Project financial management
Business Technology Investment Commi[ee Roles & Responsibili-es
25 Copyrighted Material – Tony Peleska MHFA
BTIC Membership
Name Func,on Role Commissioner Approver CIO Approver CFO Approver Strategy Approver Legal Reviewer
Policy Reviewer
Copyrighted Material – Tony Peleska MHFA 26
What do you do next?
• Work with management – fundamental • Share your ideas with others – find like minded individuals • Ask ques:ons • Build your business case(s) • U:lize resources to build your business case • Tell your story around:
• Bo`om-‐line savings • Increased top-‐line revenue • Mi:ga:ng risk
Thank You
For more informa:on:
Tony Peleska CIO, Minnesota Housing
651-‐296-‐8189